“Mr. Beaver, I recently accepted a position in sales for a plumbing supply company. I am very product knowledgeable and have been in sales for decades, but I am very excited about this new role. I’m not sure if I can get the job. Do you know of anything, like a cookbook for executives, that can help transform me from a salesperson to someone who can influence the growth of our company? Thank you. Rob.”
That’s certainly true, Recipe book This is the perfect way to describe one of the best sales-related business books I’ve ever been asked to review. Growth Leaders: Strategies to Drive Sales and Profitability I am reminded of the book written by Scott K. Edinger (released October 24th). good housekeeping cookbook In its accessibility and practical approach to guiding sales executives to achievable positive results.
Edinger bridges the gap between the abstract needs of business leaders and the practical requirements of field sales staff. This is not a theoretical discussion of leadership concepts. Instead, it doesn’t contain much of the gibberish that’s common in “leadership books,” and it’s practical: “Here’s what to do and why.”
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I had a chance to sit down with Scott and talk about what’s hurting Rob’s plans to increase the company’s growth and profitability.
Here’s what leaders in Rob’s situation should avoid
1. Resist the urge to just push your sales team to sell more.
why? It’s normal for “newcomers” to want to impress management with their performance, but simply increasing sales volume comes at the expense of the quality of interactions between the sales team and customers.
Especially if you have a consulting or solution-oriented business, it does little to build long-term relationships with your customers, so more activity doesn’t necessarily lead to more sales or better results. It does not mean. This cannot be overemphasized. The sales team is the channel, the board’s voice to those who keep the lights on. your customer!
Therefore, it is a false inference to think of the sales team as clockwork robots that simply sell. Rather, view and treat them as an integral part of your organization, rather than mere contractors. More sales activity means more trading business, but less value in the long run.
2. Don’t use rewards as a substitute for leadership.
Executives often say, “Sales people run on coins.” In other words, I just make sure I compensate them properly and they will do everything I need.
The flaw in that line of thinking is that compensation doesn’t make people better. As an executive, you need better sales conversations that change the way your customers see things by providing them with the expertise and insight that your sales team can provide. You want your customers to see your employees as problem solvers. Rewarding sales alone does not make employees feel they are in the role.
Anyone who’s ever sold something unique or customizable knows the experience of being with a customer and asking, “Wow, can you do that?” Do you have something to accomplish this? interesting! I hadn’t thought about it. I came to you for X and you came to me with X, Y and Z. It’s very good because it has what I need!”
In their role as problem solvers, salespeople can offer products and services that meet real customer needs, even if they cost a little more. Therefore, building problem-solving relationships with customers that result in more sales becomes more important than quickly winning orders that generate more revenue for the sales team.
3. When hiring, don’t hire based on popularity or be seduced by charisma. Don’t think that only men can be good sales people. Show your gratitude!
There was a time when nature of sales It was important to be friendly, social and fun. Today, a strategic problem solver is far more important to a sales organization than a friendly person on the golf course.
But business people are no longer so dependent on friendship and camaraderie. Since the pandemic, that aspect has disappeared more and more. Instead, they focus on how they can create value. Sales has become a strategic role.
Companies should hire salespeople based on: depth. They need to look for people who are well-educated, articulate, and most of all, curious. New hires should be interested in your product or service and love to interact, discuss and help.
“The important thing is,” Edinger said. In fact, more than half of the top performers on my own team were women. why? It’s about empathy and understanding. Women tend to score higher in aptitude in this area. This helps sellers build connections, understand buyer needs, and provide better solutions. ”
The clerk leaves the light on
Edinger concluded the interview with the following message to all those in leadership roles: They really are the ones who keep the lights on. ”
growth leader It was as much fun reading as chatting with the author. This is the best business sales cookbook ever.
Dennis Bieber is an attorney in Bakersfield, California, and welcomes comments and questions from readers. Please fax to (661) 323-7993 or email to: Lagombeaver1@gmail.com.And be sure to visit dennisbieber.com.